An understanding of the "situational" characteristics of the organizational forces that influence the relationships between environmental, management, and performance variables is now coming to be seen as a key to understanding the management process itself. This paper is a synthesis of the contingency theory literature drawn from the public, business, and educational sectors. Focus is given to an identification and analysis of the basic assumptions underpinning contingency theory; the contingent nature of organizational design, leadership, and planning variables; and the implications for practicing administrators. The objective is to shape the conclusions of the synthesis into a useful conceptual tool, providing greater facility for description, analysis, and prediction. (Author/JM)